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JOURNAL OF GOVENANCE AND INTEGRITY (JGI) THE EFFECT OF PERSON-

ENVIRONMENT FIT ON PUBLIC SERVANT INTEGRITY AND PERFORMANCE:
INVESTIGATING THE MODERATING ROLE OF PUBLIC SERVICE MO....

Article in Journal of Governance and Integrity · November 2021

DOI: 10.15282/jgi.5.1.2021.7180

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JOURNAL OF GOVENANCE AND INTEGRITY (JGI)
ISSN: 2600-7479 e-ISSN: 2600-786X
VOL. 5, ISSUE 1, 185 – 199
DOI: https://doi.org/10.15282/jgi.5.1.2021.7180

ORIGINAL ARTICLE

THE EFFECT OF PERSON-ENVIRONMENT FIT ON PUBLIC SERVANT INTEGRITY

AND PERFORMANCE: INVESTIGATING THE MODERATING ROLE OF PUBLIC
SERVICE MOTIVATION
Sangeetha Tannimalay1, Noor Fareen Abdul Rahim1,*, Hong Meen Chee1
1Graduate School of Business, Universiti Sains Malaysia, 11800 Pulau Pinang, Malaysia

ARTICLE HISTORY
ABSTRACT – Individual performance is measured by a person's contribution to attaining this Received: 15-7-2021
objective, whereas public organisation performance is measured by goals achieved in accordance Revised: 21-8-2021
with its mission statements. Positive individual behaviour is important for positive life outcomes, Accepted: 18-10-2021
such as professional ethics. Individuals with strong integrity between their psychological (spiritual)
and physical (physical) functions are one of the determinants of individual performance in KEYWORDS
organisations. Integrity is a promise to do everything in line with right and ethical principles, as well Public sector
as values and standards, and there is consistency in continuing to make these commitments in Individual Performance
every scenario without seeing any chance or coercion to break them. Individual integrity and Person-job fit
Person-organisation fit
performance are strongly influenced by the person-environment fit (person-job fit and person-
organization fit). Due to the several corruption cases in Malaysia, the impacts of person-
environment fit (person-job fit and person-organization fit) on individual integrity and performance
of public sector personnel are investigated in this study. The suggested model was tested using
partial least squares on a sample of 214 public sector employees in Penang. Integrity and individual
performance is positively influenced by both person-job fit and person-organization fit, with person-
organization fit having a stronger effect. Furthermore, the moderating effects of Public Service
Motivation in the relationship between person-environment fit and the integrity and individual
performance are not significant. As a result, it is critical to design strategies and implement suitable
organisational environments in order to successfully raise the integrity and performance levels of
public sector employees.

INTRODUCTION
Individual performance is a requirement for professional advancement as great performers get promoted sooner and
have better career alternatives (Sonnentag & Frese, 2002). From a practical sense, individual performance is what
organisations try to optimise and improve. The study of employee performance is vital in the field of human resource
management. The Malaysian Government has made numerous attempts to develop a band of an excellent and energetic
workforce capable of reaching the administration's expectations and the clientele in the public sector (Johari & Yahya,
2016). In the present situation where the government emphasises the human model of the country in terms of intellectual
knowledge, competence and skills, integrity also plays a crucial role as a component in enhancing the robustness of the
country’s performance model. Integrity is a contributor to acknowledging lives enriched by work and relationships (Sani,
Endin, Masrek, Sahid, Baba & Kamis, 2016). Mahdavikhou, Hossein, Moez, Khotanlou, & Karami (2014), based on
Iranian culture, indicated that moral intelligence among employees such as integrity and accountability could create a
chain effect to ethical thinking and decision making and sequentially adds to higher job performance.
Nonetheless, it is significant that several converging variables contribute to the desire to be good public servants.
First, goals achievement measures a public organisation's performance per its mission statements, whereas individual
performance is defined as a person's contribution to achieving this mission. Second, public servant employees are
receptive to whether their jobs were acceptable and meaningful (Grindle & Hilderbrand, 1995). Third, a proud public
worker is defined as someone who works honourably, conscientiously, and with dedication and uses his or her education,
knowledge, experience, and professional ethics to reach this state (Vermeeren & van Geest, 2012). As a result, employees
with high moral intelligence are said to be constantly vigilant about their work. They do so because they share the
company's goals and believe that achieving those goals is part of their responsibility (Salas-Vallina, Alegre, Lopez-
Cabrales, 2021). Finally, their urge to contribute to the firm is only to the degree they believe their talents and integrity
are leveraged to carry out significant duties.
It raises another critical question: is the person hired to fit the available positions or fit their abilities? For the most
part, it appears that the first option is correct for public servants. According to the person-environment fit (PE fit) theory
(Kristof-Brown et al., 2005), performance is controlled by the combination of human attributes and institutional setting.

*CORRESPONDING AUTHOR | Noor Fareen Abdul Rahim |  noorfareen@usm.my 185

© The Authors 2019. Published by Penerbit UMP. This is an open access article under the CC BY license.
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There are several different sorts of fits that can be identified from one another. The most researched fit categories are
person-job fit (PJ fit) and person-organisation fit (PO fit). They are thought to play the most crucial role in influencing
behavioural outcomes (Kristof-Brown et al., 2005; Lauver & Kristof-Brown, 2001; Muchinsky & Monahan, 1987).
Previous research has looked at how perceived PO and PJ fit mediate the association between personal attributes and a
variety of work outcomes (Gul, Usman, Liu, Rehman, & Jebran, 2018; Ryu, 2017; M.Vogel & C.Feldman, 2009; Cable
& DeRue, 2002; Saks & Ashforth, 1997; Cable & Judge, 1996). Only a few research have simultaneously evaluated
numerous categories of fit (Hoffman & Woehr, 2006); nonetheless, insights into the relative relevance of the PJ and PO
fits are restricted (Kristof-Brown, Zimmerman & Johnson, 2005). As a result, the relative roles of these two fits appear
to be equivocal. (Vandenabeele, Loon, & Leisink, 2017). One study looked at the roles of PJ and PO fits in the relationship
between PSM and job choice and found that PJ fit was more significant than PO fit (Christensen & Wright, 2011). Apart
from its popularity, the fit concept is rarely used in the public or non-profit sectors, according to Stejin (2008).
Besides the PE fit, another area that is most explored to identify the driving elements behind the performance of public
sector employees in the Public Service Motivation (PSM). A survey of the past PSM studies connected to the PE-fit
theory shows that they concentrated on studying direct perceptions of the fit with the job or organisation (Bright, 2007;
Wright & Pandey, 2008). These studies are instrumental in showing if a fit with the job or organisation matters but cannot
demonstrate how particular settings PSM has a positive relationship with integrity and individual performance or
otherwise. In recent years, new research commonly integrate PSM as an intervening variable alongside other variables of
interest, indicating that scholars steadily incorporate PSM into the field's knowledge base. (Ritz, Brewer & Neumann,
2016). The studies on PSM have included a form of fit based on what appears most pertinent for employees with high
PSM. For example, Bright (2007) emphasised PO fit since they predicted the organisation's principles to be crucial for a
public service-oriented employee. Similarly, Bellé (2012), Leisink & Steijn (2009) focused on the PJ fit because they
predicted that employees with PSM would desire to conduct professions contributing to society. The subject of PSM is
rich and deserves more significant examination, particularly in underdeveloped nations, where there is increased interest
in motivation but relatively little empirical research to date (Robinson, 2015).
There are three categories of corruption in the public sector, according to Hashim (2017). To begin with, great
corruption refers to the political or administrative elite stealing or misappropriating a considerable amount of resources
and/or public funds. On the other hand, petty corruption is defined as the abuse of power by medium and low-level
government officials in providing or delivering public goods and/or services. Third, state capture/influence peddling
occurs when public officials and/or politicians collaborate with commercial groups to achieve common goals. According
to the Malaysian Anti-Corruption Commission (MACC), between 2015 and October 2020, 2,607 civil officials were
arrested for corruption, according to Malaysian Anti-Corruption Commission (MACC). According to MACC Deputy
Chief Commissioner (Prevention) Datuk Seri Shamshun Baharin Mohd Jamil, the implementing group had the most
arrests (1,884), followed by the management and professional groups (658) and then the rest of the MACC officers
(Bernama, 2020). An empirical examination of the existing Malaysian landscape is also required to provide scholars and
practitioners with some insight into the local setting. The Malaysian government employs 1.7 million people in various
positions (Parliament of Malaysia, 2019). When we look at the structure more closely, we can see that the functions are
often different. Finding the perfect person for every job opening in the public sector is nearly impossible. How can they
perform better, and how can this be influenced? Effective public service delivery requires strategic talent management
and transformation of public servants' mentality to think, act and respond according to the evolving socioeconomic and
technological landscape. Malaysia is also actively transforming its public sector to be more agile, honest, transparent, and
efficient. It is evident with the allocation of budget and specific strategies under the five year Malaysia Plan. Under the
11th Malaysia Plan, 2016-2020, various measures were implemented to improve talent management in the public sector,
including talent pipeline, work motivations, capacity, and competency building.
Nonetheless, comprehensive measures addressing customised performance management and talent pipelines have yet
to be implemented. The Federal Government Development Allocation for public service reform was RM 6,632 million
(7.5 per cent) of the total allocation of RM88 320 million between 2016 and 2017. The allocation of RM 6,592 million
was used to implement various programmes, accounting for 99.4%. Training for serving officers, study leave with a
scholarship programme, recognising subject matter specialists, and promoting fast track officers were examples of
extrinsic motivation activities (Vallerand, 1997; Ministry of Economic Affairs, 2018).
The 11th Malaysia Plan's mid-term review was completed in 2018, shortly after the new government took office
(Ministry of Economic Affairs, 2018). The new government has emphasised the public sector to reform governance and
improve public service efficiency. According to one plan, intensive efforts must be made to instil noble, ethical principles
and integrity among public officials to increase performance and develop good work culture and integrity. Ethics is
unquestionably important because it can lead to individual or organisational failure and societal failure, and a country's
destruction. It would result in a lack of trustworthiness in an individual, a tarnished reputation for an organisation, and a
deterrent to investors from investing in a country because they fear a level playing field. In the long run, a lack of ethics
can negatively affect the economy and society (Haron, Jamil & Ramli, 2020).
To do so, the Public Service Department, in collaboration with all ministries and agencies, is implementing four main
initiatives: improving ethics and values programmes; evaluating the integrity level of organisations and individuals using
proper integrity assessment tools; and continuously instilling noble values through existing public service initiatives such
as the 12 Pillars (Tonggak 12) (Ministry of Economic Affairs, 2018). Based on the activities mentioned, it is clear that
the government is working to improve public sector employees' intrinsic motivation (Vallerand, 1997). As a result, it's
vital to double-check that money set aside to reform the public sector are being used wisely. More importantly, according

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to the same study, efforts and techniques to ensure that the public sector supports the government's aims must be
strengthened. Citizens' greater understanding has resulted in increased and higher expectations of quality services and
honesty from government officials, who are held accountable for their outcomes. Despite a large body of literature on PE
fit and work outcomes, there is limited study in the public sector on the relationship between PJ fit and PO fit regarding
individual integrity and performance. To better understand the function of intrinsic motivation among public workers,
examining academic studies on this topic is also required. As a result, this research will focus on the relationship between
PE Fit (PJ Fit and PO Fit) and public servant integrity and performance, with PSM being proposed as a moderator in this
relationship. Moving forward will be aided by a survey that will reflect the current perspective of Malaysian public
servants. This study aims to close these gaps by putting the proposed conceptual model to the test and adding to the body
of knowledge on the subject.

RELATED WORK
Integrity and Employee Performance in Public Sector

Ethics is concerned with the larger moral picture, whereas integrity focuses on particular traits (Haron, Jamil & Ramli,
2020). Integrity is a good personality quality that includes honour, honesty, righteousness, and the absence of corruption
(Zainal, Md. Som & Mohamed, 2019). Workplace integrity can take many forms, but it most commonly relates to
possessing upstanding character traits and work ethics, such as sound judgement, honesty, dependability, and loyalty.
Promoting integrity has become a crucial component of government innovation in most countries. The Malaysian
government is continually launching programmes to encourage and motivate integrity practices in all government
departments so that their work is more transparent (Alam, Johari & Said, 2018). Integrity instils principles that support
ethical behaviour and encourages people to follow the rules. Thus, having an integrity system is crucial, ensuring
accountability and transparency (Alam, Said & Abd Aziz, 2019).
The government recognises that the public sector has evolved into an essential tool for management, administration,
service delivery, and national growth. As a result, all endeavours reflect ethical practices and integrity (Zainal et al.,
2019). As a result, Malaysia's Anti-Corruption Agency was established in 1967 with the specific goal of improving the
administration's ability to combat corruption and other forms of workplace mismanagement. The administration has made
fighting corruption a top priority since 2003, implementing new programmes and techniques. Despite the creation of a
framework to combat corruption, there is still work to be done. Malaysian civil workers have an important role in ensuring
that government programmes are adequately implemented (Johari, Alam, & Said, 2020). As a result, top-performing
employees are in high demand to help the company achieve its goals and provide the best possible service. Participation
in work activities will make public employees feel as if their jobs and their assigned department are more significant.
Employees in the public sector who participate in more workflow stages will feel like they have contributed more to
meeting the public sector's clients (Johari et al., 2016). Performance is a source of joy, pride, and mastery for public
servants.
Employees with high integrity will perform their duties with honesty and a sense of responsibility, just as management
expects. They'll surely deliver and set an example for their colleagues. Low performance can lead to emotions of
dissatisfaction and, in the worst-case scenario, personal failure. The degree to which the individual perceives the job as
generally significant, valuable, and worthwhile. In contrast, the degree to which the individual feels personally
accountable and responsible for the work's results is referred to as experienced responsibility for work outcomes.
Knowledge of results refers to how well an individual knows and understands how well he or she is consistently executing
the work (Johari, Mohd Shamsudin, Tan, Yahya, & Adnan, 2019).
Job explicit behaviours, which include core job obligations specified as part of the job description, are included in
task performance. Task performance necessitates a higher level of cognitive ability, which is primarily facilitated by task
knowledge (necessary technical expertise or principles to ensure job performance and the ability to handle multiple
assignments), task skill (application of technical expertise to complete tasks successfully without much supervision), and
task habits (an innate ability to respond to assigned jobs that require little supervision) (Conway, 1999). As a result, the
capacity to do the work and prior experience are the most important antecedents of task performance. Task performance
is a contractual agreement between a manager and a subordinate to complete a given task in an organisational context.
Technical–administrative task performance and leadership task performance are the two types of entrusted task
performance. Technical–administrative task performance refers to the required job performance of planning, organising,
and administering day-to-day work using one's technical ability, business judgement, and other skills (Pradhan & Jena,
2017).
Sonnentag and Frese (2002) documented performance perspectives in three segments. The first is from the standpoint
of personal differences. It refers to the persons themselves in cognitive capacity, personality, drive, and professional
experience. In this perspective, the fundamental question would be, "Who performs best?" On the other hand, the
situational perspective is concerned with variables in a person's surroundings that help or impede performance. The
essential question in this perspective would be, "In what circumstances do individuals do particularly well?" Finally,
performance regulation refers to the aspects of the action process. The two fundamental questions circling this approach
are "What occurs when a person performs?" and "What happens when an individual performs?" "Can you describe the
performance procedure?". Subjective, objective, external, and internal factors can all be used to assess performance. It is
crucial if a metric provides minimum information while simultaneously achieving other objectives. Both subjective and

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objective metrics are useful for better understanding how organisations work (Van Loon, Vandenabeele & Leisink, 2017).
When objective measurements are used to transmit noisy signals about an individual's actual performance, they can lead
to skewed incentives, undue risks for employees, and dysfunctional employee behaviour (Baker, 2000; Feltham & Xie,
1994; Holmstrom & Milgrom, 1991; Prendergast, 1999). According to previous research, subjective evaluation can help
to alleviate this problem by allowing businesses to use information that cannot be objectively quantified or contracted
upon in performance evaluation, thereby reducing incentive distortion and better aligning the interests of the company
and its employees (Baiman & Rajan, 1995; Baker, 2000; Budde, 2007; Rajan & Reichelstein, 2009). Subjective criteria
have the advantage of allowing comparisons across different types of businesses and capturing a more significant amount
of employees' multiple aims.
In contrast to objective measures, these metrics are more prone to common method bias and social desirability bias.
This study's self-reported performance measure will only give a partial picture of performance. According to Van Loon
et al. (2016), employee self-reported general performance is an appropriate measure for a study comparing various diverse
businesses since it allows for comparison across firms and jobs instead of more context-specific standards.

Person-Environment Fit

"We are not all the same; we have distinct natures that are suited to different jobs." This remark first appears in 375
BC in Plato's dialogue The Republic, authored by the Athenian philosopher Plato. Back then, the person-occupation match
was viewed as a critical indicator of city-character states and order. Having the correct person for the work can have many
benefits, not just for the individual doing the job, but also for the people and surroundings. After many centuries, Lewin
(1997) popularised the field theory, which argued that behaviour (B) is a function (F) of the person (P) and his
environment (E). He also argued that to appreciate and explain a person's behaviour completely, one must understand
both the individual and his environment, rather than just one of them (Ryu, 2017).
To summarise, this theory comprises three parts: the individual, the behaviour, and the environment. It contends that
an individual's behaviour is influenced by both the person and the environment in which they live. Individuals' conduct
is influenced by their perceptions of their surroundings (Ashfaq & Hamid, 2021). Individuals who have a positive
impression of the work environment are more likely to behave positively (Udin, 2020). Individuals who identify with the
organisation's values are likely to be more engaged at work and in the organisation.
This realisation teaches us that positive individual behaviour is determined by the person and his or her surroundings.
Positive individual behaviour, in turn, is essential for positive life outcomes, such as a person's work. PE fit theories are
a broad category of congruence-based methods for studying the mutual influences and interactions between personal and
work-related factors (Su et al., 2015). Although the level and focus of these theories vary (e.g., basic features, antecedents
and consequences, measurement), they all give a framework for researching relationships between people and their
workplaces. PE fit is a broad term that refers to a person's compatibility with their work environment, which occurs when
their qualities are appropriately matched (Kristof-Brown et al., 2005). PE fit can be divided into two categories. The first,
supplementary fit, entails a comparison of the individual with his or her workplace. The second, complementary fit,
happens when an individual fills a void or contributes to his or her work environment. There are two types of
complementary fit: (1) requirements/supplies, which occurs when the environment fits the individual's wants and
preferences, and (2) demand/abilities, which occurs when the individual's skills meet the demands of the work
environment (Kristof, 1996).
The fit between a person's knowledge, skills, and attitudes (KSAs) and the demands of a given job (demand–abilities
fit) and/or a person's wants and preferences and the job's attributes (needs–supplies fit) is referred to as PJ fit (Kristof,
1996). This dual definition is represented in a fragmented body of research, with a growing number of studies including
both criteria (demand–abilities fit and needs–supplies fit) at the same time (Deschenes, 2021). Edwards (1991) suggested
the PJ fit, which stated that rewards might be used to meet an employee's requirements or wants. The perception of a
difficult job, promotion chances, feeling valued at work, or pleasant working environments (Cable & DeRue, 2002). PJ
fit has been demonstrated to have a positive impact on employee performance and organisational commitment. (Kristof-
Brown et al., 2005). According to a few studies, employees with higher levels of PJ fit also display higher levels of
performance and are more driven to gain incentives from the organisation. Employees with a lower degree of PJ fit may
have lower performance levels and are less motivated to receive rewards from the company (Cable & DeRue, 2002).
PO fit refers to the fit between the personal values of employees and the values taught within the organisation. Several
types of research have used PO fit as an intervening variable in relationships between PSM and work outcomes (Bright,
2007; Wright & Pandey, 2008). Public service organisations were surveyed in these studies. They concluded that people
with high levels of PSM tend to observe a high level of value congruence with their organisations and consequently
demonstrate high levels of performance, job satisfaction, and low levels of quitting intentions. However, a meta-analysis
revealed P-O fit as moderately linked with extra-role performance but only weakly linked with job performance (Kristof-
Brown, Zimmerman & Johnson, 2005). On the contrary, Hoffman and Woehr (2006) found that PO fit was more strongly
associated with task performance than organisational citizenship behaviour.

The theory of P-E fit has garnered much interest, especially for exploration in the context of the cultural effect over a
decade. Yet, not much empirical research is available on the validity and generalizability of the P-E fit across cultures
(Kristof-Brown & Guay, 2010). PJ and PO fits are seen as most significant in determining behavioural outcomes and are
therefore the most studied categories of fit (Kristof-Brown et al., 2005; Lauver & Kristof-Brown, 2001; Muchinsky &

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Monahan, 1987). Hence, PJ and PO refer to different environment levels seen as separate constructs (Boon, Hartog,
Boselie, & Paauwe, 2011; Kristof, 1996). Along with the increased importance of P-E fit to organisational operations,
non-financial indices of organisational success have gained relevance. Corporate social and ethical performance has
grown increasingly relevant due to the number of high-profile ethical issues in recent decades. Indeed, ethical blunders
at Volkswagen, Enron, and other corporations have pushed organisational ethics up the priority list of important business
practices. Scholars in the domains of industrial organisational psychology, organisational behaviour, and human resource
management have conclusively proven that ethical fit is connected with diverse outcomes (e.g., organisational
commitment, ethical satisfaction, turnover intentions). The discovery of ethical fit as a robust predictor of individual-
level employee outcomes could have far-reaching ramifications for organisational science and practice. Organisations
may establish more robust programmes to promote ethical alignment among individuals, managers, teams, and the entire
organisation (George, Jr., 2021).
Several studies have researched the relationship between PJ fit and performance (Ambrose, Arnaud & Schminke,
2008; Kristof-Brown, Zimmerman & Johnson, 2005; Cable & DeRue, 2002) as well as PO fit and performance (Kristof-
Brown, Zimmerman & Johnson, 2005; Hoffman & Woehr, 2006). Stejin (2008), in his study on PE fit and PSM, measured
only one type of fit (PJ fit). However, he suggested that other types of fit (e.g., PO fit) can be essential for public sector
employees. In reality, it is likely for someone who values PSM to remain unaffected by a PJ misfit, provided they
experience PO fit at the same time. He also concluded that such a situation could happen if the organisation contributes
to the betterment of the public even if the person's job does not directly do so. Another factor to note is that a firm strives
to recruit persons viewed as possessing values comparable to those espoused by the firm. Later, through official and
informal socialisation processes, the firm strengthens the value congruence factor such as integrity that has been
accomplished during the initial selection and recruitment process.
Furthermore, according to the interest alignment theory, a firm strives to propagate existing norms and values among
employees by developing organisation identification (Uppal, 2021). Therefore, evaluation of the fit should include both
PJ and PO fits to get a better understanding. Based on the prior studies, this paper hypothesises the following:
H1: Person-job fit has a positive and significant effect on the integrity and individual performance
H2: Person-organisation fit has a positive and significant effect on the integrity and individual performance

Public service motivation

Various dimensions of motivation have been researched worldwide, and several theories have been developed in
connection to it. In general, motivation is defined as the forces that energise, direct and sustain behaviour (Perry & Porter,
1982). Public Service Motivation is a widely used theory in studies related to public service. The measurement scale for
Public Service Motivation was formally introduced in 1990 (Perry & Wise, 1990). Several definitions were coined as the
theory evolved over the years. However, for this research, one of the more recent definitions is used. The PSM in this
study is defined as the beliefs, values, and attitudes that go beyond self-interest and organisational interest, which concern
the interest of a larger political entity, motivating individuals to act accordingly whenever appropriate (Vandenabeele,
2007). As such, PSM can serve as a personal resource for employees to expand their repertoire of structural and social
resources to serve the public good (Luu, 2020).
PSM is seen to be a good predictor of public-sector performance. Many academics believe that when PSM rises,
public employees' performance will increase as well. However, the findings of two published studies investigating this
concept are contradictory (Bright, 2007). According to certain studies, PSM can also act as a moderator that interacts with
other variables (Potipiroon & Faerman, 2016). For example, those between red tape and negative employee attitudes
(Quratulain & Khan, 2013); citizen participation - perceived importance and evaluation (Coursey, Yang & Pandey, 2012);
work-related stressors and employee health outcomes (Liu, Yang & Yu, 2014); mistreatment at work and counter-
productive work behaviour and mistreatment at work and counter-productive work behaviour (Potipiroon & Ford, 2017)
are among the studies that showed the moderating function (Bottomley, Mostafa, Gould-Williams & Leon-Cazares,
2015). Kim and Vandenabeele (2010) documented that countries vary in national values and their organisational culture.
These differences influence differences in PSM observed in different countries. In a two-decade analysis article,
researchers also stated that linguistic, context, and culture should be considered in PSM research as the internationalisation
of research proceeds. They also noted that it would be interesting to study how PSM and performance interact over time,
where causal relationships between PSM and performance will be incredibly informative for both theory and practice.
(Perry, Hondeghem & Wise, 2010).
Furthermore, those who dedicate themselves to the greater good of society may better deal with hindrance job demands
because they understand that dealing with hindrance job demands (such as those from demanding citizen-clients) supports
the bigger goal of supporting citizens (Bakker, 2015).In this study, the relationship between the PJ fit and PO fit with
individual performance is hypothesised to be positive. Additionally, testing whether PSM can improve the strength of
this relationship can be helpful for public sector managers in crafting strategies to enhance the performance of their
employees if the study proves this hypothesis to be significant. This conceptual model will allow us to observe the impact
of PSM on public sector employees with PJ fit and PO fit as predictors of performance. Based on this gap, this paper also
hypothesises the following:

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H3: Public service motivation positively moderates the relationship between person-job fit and integrity and
individual performance
H4: Public service motivation positively moderates the relationship between person-organisation fit and the integrity
and individual performance

Conceptual framework
The conceptual framework of this study is shown in Figure 1. First, it was developed to investigate the effect of P-J
and P-O fit on individual performance. Next, the moderating effect of PSM on this relationship is tested. Finally, this
conceptual framework is tested on the state-level public sector employees in Penang.

Person-Job Fit

Individual
Performance
Person-
Organization Fit

Public service
motivation (PSM)

Figure 1. Conceptual Framework

METHOD
Sample

In this study, the quantitative method was applied. This study's participants are state-level public sector personnel in
Penang, who work for 14 state departments, 5 land and district offices, 2 city councils, and 5 state agencies. Because of
its proximity and accessibility, Penang was chosen for sampling. In this study, the convenience sampling method was
used. The survey was conducted online and sent to the target audience in two ways: via WhatsApp and formal emails.
The survey was completely anonymous, and participation was completely voluntary. There were a total of 214 responses.
As determined by the G* Power analysis, the smallest sample size required to detect the test's effect, as determined by
the G*Power analysis, was 74. Table 1 summarises the demographics of the respondents. The majority of the respondents
(57.9%) are women between the ages of 25 and 44. (85.1 per cent). With 6 to 20 years of service tenure, most of them
have obtained higher education (85.6%) and are currently employed in managerial and professional positions and support
roles in the service plan (98.6%). (81.3 per cent). The state secretariat, state departments, and the district and land office
received the most responses (72.5 per cent).

Table 1. Respondents Profile

Demographic Variables Frequency Percentage

Gender Male 90 42.1
Female 124 57.9
Age 25 - 34 years old 65 30.4
35 - 44 years old 117 54.7
45 - 54 years old 28 13.1
55 years old and above 4 1.9
Education SPM 31 14.5
Diploma/STPM 53 24.8
Degree 95 44.4
Master 33 15.4
PhD 1 0.5
Others 1 0.5
Service Scheme Top Management 3 1.4
Management & Professional 104 48.6
Support 107 50.0

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Organization State Secretariat 59 27.6

State Department 55 25.7
District & Land Office 41 19.2
City Council 38 17.7
State Agency 21 9.8
Service Tenure 1-5 years 27 12.6
6-10 years 57 26.6
11-15 years 84 39.3
16-20 years 33 15.4
21-25 years 9 4.2
More than 25 years 4 1.9

Measurement instrument
This study collected its data through a questionnaire comprising 5 sections: PJ fit items, PO fit items, PSM items,
individual performance items, and respondents' personal information. Questionnaire items used in past studies were
adapted in the present research to maintain content validity. The PJ fit, PO fit and PSM items were adapted from Van
Loon, Vandenabeele & Leisink (2017). A five-point Likert scale was used to examine all the items, and the respondents
were required to respond to each item by selecting options ranging from 1 (Strongly Disagree) to 5 (Strongly Agree). The
item for individual performance was adapted from Singh, Verbeke & Rhoads (1996) with a five-point Likert scale, where
respondents are required to respond to each item by selecting options ranging from 1 (Poor) to 5 (Excellent). The personal
information section consisted of 6 questions on gender, age, education level, current service scheme, the organisation
they work in, and service length.

RESULTS

Data collected were analysed using the IBM SPSS and SmartPLS version 3.0. The descriptive analysis and
identification of missing values were made in SPSS. The hypotheses were tested using the Partial Least Square approach
via the Smart PLS Version 3.0. Firstly, the validity and reliability of the measures are evaluated based on formative and
reflective specifications. Next, the structural model estimates are assessed once the above measurements are considered
significantly sufficient to perform such an assessment.

Measurement model results

The validity and reliability of the measurement model were established in the first step. Items with factor
loadings of 0.6 are acceptable (Hair et al., 2011). Next, the internal consistency reliability is measured using composite
reliability (CR). Table 2 shows that the CR of all constructs was above 0.7, which satisfies the rule of thumb in Hair et
al. (2014). Finally, the average variance extracted (AVE) was used to assess convergent validity. The AVE of all
constructs was more than 0.5, which indicates a satisfactory degree of convergent validity (Fornell & Larcker, 1981).
Next, the discriminant validity was calculated. Henseler, Ringle and Sarstedt (2015) recommended the
heterotrait-monotrait (HTMT) ratio of the correlations (Voorhees, Brady, Calantone, & Ramirez, 2016). A 0.9 threshold
value is recommended for constructs with similar concepts, while a lower threshold value of 0.85 is recommended for
more distinct constructs. (Henseler et al., 2015). Table 3 shows the HTMT value is lower than the 0.85 threshold value
for all constructs measured.
From the PE fit theory, PJ fit and PO fit are reflections of PE fit, thus proposing a second-order construct. Similar
measurement model valuation measures were applied among second-order constructs and their first-order constructs and
between all the first-order constructs in second-order constructs (Hair et al., 2014). The analysis shows satisfactory
individual item reliability, as each scale had loadings greater than 0.6 (Table 4). The CR (0.926) and the AVE (0.613)
also met the reliability and convergent validity criteria.

Table 2. Measurement Model Evaluation

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Constructs Items Factor CR AVE

Loadings

PJ Fit 1. The attributes that I look for in a job are fulfilled very well 0.871 0.892 0.624
by my job.
2. My job does not enable me to do the work I would like to do. 0.764

3. My job allows me to work on goals that I personally see as 0.748

important.
4. If I think about what I would like to achieve, I sometimes 0.695
doubt whether I chose the right job.
5. There is a good match between my personal interests, values, 0.858
and the kind of work that I do.
PO Fit 1. There is a match between what I think is important in my 0.936 0.937 0.833
work and what my organisation thinks is important.
2. My values match or fit the values of this organisation. 0.941

3. What this organisation stands for is very important to me. 0.859

Public 1. I think it is important to be part of activities aimed at solving 0.712 0.886 0.526
Service social problems.
Motivation
2. It is important for me to contribute to the common good. 0.737
(PSM)

3. I think equal opportunities for citizens are very important. 0.682

4. It is important that citizens can rely on the provision of 0.688

accessible public services.
5. Considering the welfare of others is very important to me. 0.797

6. I empathize with other people who face difficulties. 0.765

7. I would agree to a good plan to make life better for the poor, 0.689
even if it costs me money.
Individual 1. Quantity of work you achieve. 0.896 0.947 0.780
Performance
(IP)
2. Your ability to reach your job goals. 0.906
Please
rate yourself 3. Your performance potential among co-workers in your 0.876
in terms of... organization.
4. Management of time, planning ability and management of 0.869
expenses at work?
5. Knowledge of your job, integrity, organization and customer 0.868
needs?
CR= Composite Reliability; AVE= Average Variance Extracted

Table 3. Discriminant Validity

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Construct IP P-J FIT P-O FIT

IP
P-J FIT 0.491
P-O FIT 0.523 0.831
PSM 0.41 0.415 0.507

Table 4. Assessing the Second-Order Constructs (factor loadings)

Construct Item Factor Loadings CR AVE

PE Fit PJ Fit 0.896 0.926 0.613
PO Fit 0.836

Structural model
Path coefficients may show a bias if the approximation involves substantial levels of collinearity between
predictor constructs, similar to regular multiple regression. (Hair et al., 2014). To address this concern, the variance
inflation factor (VIF) was used to investigate multicollinearity. A VIF value greater than 5 indicates multicollinearity
(Hair et al., 2011). As can be seen in Table 5, all VIF values are less than 5. In the structural model, collinearity between
predictor constructs is not a concern, and therefore, the analysis can be continued.

Table 5. Multicollinearity Assessment

Constructs VIF

PJ Fit 2.280
PO Fit 2.485

The accuracy of the model's predictions was determined using the proportion of variance explained (Kurniawan,
Zailani & Iranmanesh, 2017). The coefficient of determination (R2 value) specifies the degree to which predictor
constructs can explain or predict the dependent construct. The R2 value for individual performance is 0.320, which is well
above the 0.26 suggested by Cohen (1988). The Q2 value greater than zero implies that the model has predictive relevance
(Chin, 2010). The Q2 values for individual performance are 0.231, which means that the model has predictive relevance.
The non-parametric bootstrapping was used to examine the structural model with 2000 replications (Wetzels et
al., 2009). The results in Table 6 indicate that the effects of both PJ fit (β=0.165, p < 0.05) and PO Fit (β=0.244, p<0.01)
on individual performance are significant and positive. Therefore, H1 and H2 are supported. After examining the direct
effects within the model, the next step is to test the moderating effect of Public Service Motivation. The interaction effect
(product term) is used to test the moderating effect. The results indicate that Public Service Motivation does not moderate
the relationship between PJ fit (β=0.010, p=0.473) and PO fit (β=0.169, p=0.119) and individual performance. Therefore,
both H3 and H4 are not supported.

Table 6. Path coefficient and hypotheses testing

Confidence Interval
Path
LL UL
Hypothesis Relationships Coefficients t-value
Main model
H1 PJ Fit -> IP 0.165 1.799* -0.004 0.366
H2 PO Fit -> IP 0.244 2.357** 0.029 0.429
Moderating effect
H3 PJ Fit*PSM -> IRP 0.010 0.068 -0.261 0.304
H4 PO Fit*PSM -> IRP 0.169 1.178 -0.251 0.320
*p<0.05, **p<0.01, ***p<0.001

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DISCUSSION AND IMPLICATIONS

Empirical results show that PJ fit positively impacts integrity and individual performance. The result is consistent
with Kristof-Brown, Zimmerman, and Johnson (2005) findings where PJ fit was positively associated with staff
performance and organisational commitment. Cable & DeRue (2002) also concluded that employees with greater levels
of PJ fit might also exhibit more significant levels of performance than those having lower levels of PJ fit. From the
perspective of Malaysian public servants, the work done is consistent with their internal value of integrity. Since the
Malaysian government places a strong emphasis on ethical ideals, including integrity and other desirable qualities, it is
clear that public servants have incorporated integrity into their daily work lives. They executed their job with dignity and
honoured the oath they have sworn on during their onboarding in their respective department.
The outcome of the analysis also shows that PO fit positively impacts integrity and individual performance.
Organisational culture is crucial for individual performance. This finding corroborates Hoffman and Woehr (2006)
findings that concluded that PO fit was more strongly associated with task performance than organisational citizenship
behaviour. This study shows that PO fit can also be an important measure for behavioural outcomes and not only
organisational outcomes. Additionally, Bright (2007) indicated that individuals would perform their best in public sector
organisations that fulfil their vital needs and support their skills and abilities.
Consequently, the PO fit literature proposes that individuals who achieved compatibility with their organisation will
perform better than those who are less compatible. This also demonstrates that an organisation that emphasises integrity
and other ethical behaviours encourages public servants to perform their best work. Excellence and integrity are
inextricably linked. Excellence will be attained by a public servant who fulfils his responsibilities with honesty. When a
public servant is fully engaged in his or her duties, he or she will generate high-quality work that can be completed swiftly
and effectively. Also, the customer's services are well-executed and courteous. Doing the right thing is what integrity is
all about. When no one is looking, do the right thing. It's a choice between what's practical and what's ethical.
When studying both types of fit concurrently, we could see that the positive effect of PO fit is relatively more
substantial than the effect of PJ fit on individual performance. These findings are consistent with Stejin's (2008)
conclusion that the fit should include PJ and PO fits to understand better. However, a person with a PJ misfit can still
perform well given that the organisation contributes to the betterment of the public even if the person's job does not
directly do so. As a result, public servants must demonstrate integrity in their work by using trust and power for the greater
benefit. If non-integrity behaviour becomes widespread, it will destroy society's confidence, damaging workers'
reputations, the country's economy, and weakening big commercial institutions. Therefore, integrity among public
servants is undoubtedly important to cultivate to build a competitive and flourishing Malaysia.
The interaction graph is illustrated in Figures 2 and 3 below. The unsupported hypotheses do not mean that there were
no interactions, but the positive relationship may be statistically insignificant. Additionally, Figure 3 shows a high
likelihood that interaction had occurred outside the observed range of value. It is known as the ordinal interaction. It
suggests that the moderating effect of PSM on the relationship between PO fit and individual performance was nearly
significant for the sample collected. A range restriction issue may have made the moderation effect at the population level
seem smaller than the actual or even made it statistically not significant (Aguinis, Edwards, & Bradley 2017).

Low Public Service Motivation High Public Service Motivation

5
4.5
4
3.5
3
2.5
2
1.5
1
Low Person-job fit High Person-job fit

Figure 2. Interaction Effect of PSM in the relationship between PJ fit and individual performance

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Low Public Service Motivation High Public Service Motivation

5
4.5
4
3.5
3
2.5
2
1.5
1
Low Person-organization fit High Person-organization fit

Figure 3. Interaction Effect of PSM in the relationship between PO fit and individual performance

Concerning the statistically insignificant interaction of PSM in this study, two aspects highlighted by Perry,
Hondeghem & Wise (2010) are relevant. First, the conceptualisation of PSM itself. The PSM research was primarily
focused in the United States and has now diffused to Europe, Australia, South America, and Asia. As a result, the values
linked with public service across countries are different, where the meanings of PSM may also differ and are less
established in some countries. Second, language is an important aspect of international research. The present study used
a bilingual questionnaire (English and Bahasa Malaysia) to address the respondents better. Although careful
considerations were given during the translation, similar wordings may bring different cultural meanings and distort
findings. The outcome of this study, particularly on the PSM variable, supports the call by Perry, Hondeghem & Wise
(2010) to consider revising operationalisation and constructs of PSM.
The R2 value for this study suggests 32% of the variance in individual performance can be explained by the person-
job fit and person-organisation fit. These findings tell us that other factors affect the performance of public sector
employees, which is not captured in this study. Thus, other possible variables that can be considered include ethical
climates, workplace religiosity and personality traits. As for the self-reported performance data, past literature discussed
the methods for collecting performance data, including collection via physical records of the respondent from their
respective supervisors or work organisations. However, this will uncover the identities of the respondents. There is a
strong possibility that many respondents would not have participated in the survey without anonymity, given the nature
of the survey questions. To overcome the bias, the questionnaire design includes using clear and straightforward language
and explaining the importance of responses for the questions, how they will be used, and the requirement of accurate
responses (Jakobsen & Jensen, 2015).
Conway and Lance (2010) highlighted that other methods such as objective measures are often superior to self-reports.
It may be because the self-reports method effects decrease construct validity. Self-reports can be subjected to method
effects, but the biasing factors such as social desirability do not have consistent, strong effects. More importantly, other
methods such as supervisor ratings and peer ratings are also subjected to method effects (response biases).
Academically, the outcome of this study adds to the literature of studying both PJ fit, and PO fit concurrently and its
effect on integrity and individual performance, particularly in the context of the public sector. This study also provides
input to the existing literature on the consistency of PSM across different cultures. Practically, when both the fit are
studied concurrently, we can see that PO fit bears a greater significance on the integrity and individual performance of
public sector employees in Penang. It provides excellent insight for public sector managers and leaders. While PJ fit may
be challenging to achieve in a public organisation setting, PO fit can be emphasised to achieve greater integrity and
individual performance amongst public sector employees. In other words, integrity and performance outcomes are
magnified when individual characteristics match the organisation's culture. It will be helpful, especially in recent times
where the stakeholders' expectations are momentously rising. Last but not least, the outcome of this study will also help
allocate government resources to the right initiatives in boosting the integrity and performance levels of public sector
employees, who are the heart of the public service.

LIMITATIONS AND FUTURE RESEARCH

This study has several limitations that should be considered before the generalisation of the results. First, the sample
of this study consisted of state-level public sector employees in Penang. While public service in Malaysia generally
focuses on providing service to the citizen, the study's outcome may vary, especially for samples of public sector
employees in specialised service sectors such as safety or education. Second, the study is exploratory and tested the

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hypotheses via a questionnaire survey. This method limits the ability to indicate causality in the relationships between
variables tested. For more accuracy, longitudinal research to study the relationships over an extended period is
recommended.

CONCLUSION
The study aimed to test the effects of PJ fit and PO fit on integrity and individual performance and investigate the
moderation effect of PSM on the integrity and individual performance of public service employees. To test the conceptual
framework developed, 214 data were collected via an online questionnaire from public sector employees in Penang state-
level public organisation. The results indicate that both PJ fit and PO fit positively affect the integrity and individual
performance. Relatively, the PO fit is having a more substantial positive impact on the integrity and individual
performance. The interaction between PJ fit and PSM on integrity and individual performance is statistically not
significant. However, the interactions of PSM with PO fit have a near significant effect on the integrity and individual
performance where ordinal interaction is suggested to have taken place. The findings show that public sector organisations
should strengthen organisational cultures to ensure that PO fit is attained while also inculcating PSM among the
employees to achieve better PO fit. The findings allow us to conclude that the top management in the public sector should
promote higher levels of PO fit. It can be done by emphasising its values, integrity, and goals while maintaining a
consistent and robust organisational culture. However, the PO fit must be optimally achieved and highly encouraged. A
low PO fit may cause heterogeneity, which can cause employees difficulty in communication and unsupportive common
organisational goals. In contrast, a high PO fit may cause homogeneity, which can cause an inability to change.

ACKNOWLEDGEMENT
The authors would like to thank the Penang State Government staff for their assistance.

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 Tannimalay et al. │ Journal of Governance and Integrity│ Vol. 5, Issue 1 (2021)

CONFLICT OF INTEREST
The author(s), as noted, certify that they have NO affiliations with or involvement in any organisation or agency with
any financial interest (such as honoraria; educational grants; participation in speakers' bureaus; membership, jobs,
consultancies, stock ownership, or other equity interest; and expert testimony or patent-licensing arrangements), or non-
financial interest (such as personal or professional relationships, affiliations, expertise or beliefs) in the subject matter or
materials addressed in this manuscript.

AUTHORS' BIOGRAPHY

Sangeetha Tannimalay is an Administrative and Diplomatic Officer with the Government of Malaysia. She has served in
several departments throughout her 12 years journey with the civil service. She completed her MBA with the Graduate
School of Business, Universiti Sains Malaysia, in August 2020.

Noor Fareen Abdul Rahim is a Senior Lecturer with Graduate School of Business, Universiti Sains Malaysia (USM) since
2017. Before her career in USM, she was a banker with RHB Bank Berhad for 16 years before joining Universiti Utara
Malaysia from 2015 to 2016. She has published her work in various SCOPUS and ISI journals. Her area of interest
includes Organisational Behavior, Human Resource Management, Occupational Safety and Health, Internal Control
System, Enterprise Risk Management, Operational Risk Management, and Technology Management. She is also involved
with Executive Development Programs as a facilitator for government and private institution.

As academia, Hong Meen Chee specialises in Managerial Economics, Industrial Economics and ASEAN Business
Systems. Before dedicating herself to the academic, Meenchee worked as a researcher in an international non-profit
research organisation that assists in poverty and hunger reduction. From there, she gained knowledge and experiences in
producing impactful research related to sustainable rural development, working with people from a multicultural
background, managing cross-disciplinary and cross-institution projects. She continues her passion for knowledge sharing
and research, particularly in industrial economics, sustainable consumption and production, international trade, literacy,
and social well-being. She believes that research helps in her teaching and that the right knowledge is the key to success.

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